“The Walt Disney Studios” Case Study.

In December 2015, Alan Horn, chairman of The Walt Disney Studios, celebrates the world premiere of Star Wars: The Force Awakens – only the latest in a string of big bets that he has overseen. Disney pursues a tentpole strategy that revolves around at least eight big-budget movies each year — most from its acquired labels Pixar, Marvel Studios, and Lucasfilm. In fact, Disney produces nearly twice as many
tentpole movies as any other major Hollywood film studio, but fewer movies overall than all but one of its rivals. Box-office failures can be extremely costly, since Disney (unlike its rivals) chooses not to enlist the help of financing partners. Is Disney Studios pursuing the right number of tentpoles as well as the right mix of new versus existing properties, under the right financing structure? And will the tentpole strategy pay off – in the short and long run?
*(Article Attached)*

1. If you were in charge of product development and marketing for Disney, how would you plan the next three years in terms of releasing films based on new vs. existing properties? How many tentpole films per year would you release? Based on what properties? Why?

2. Based on the data in the case, which existing properties would you choose to extend (i.e. create sequels, ancillary TV shows, other line extensions) in your planning, and which would you choose not to extend? Why?

3. How would you involve each of Disney’s business segments in whichever properties you choose to extend?

** ( Please refer to points in the powerpoint attached, such as blockbuster, long & short tail, Marvels turn around)

Thank you so much, and sorry for giving such a short time of writing period.

“The Walt Disney Studios” Case Study.

Class 2 Class 3 Case Study Article

APA

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